Talent Readiness of PT KAI to Face the Era of Change

: PT KAI is the only rail-based transportation company in Indonesia managed by SOEs. The main services offered by PT KAI are transportation for passengers and products, while its non-core business is real estate, and its subsidiaries include six companies offering a wide range of services. PT KAI is currently undergoing changes that can be seen with the change in partnership PT KAI is moving towards Global Partnership. This can be seen by the cooperation carried out by PT KAI with other countries in carrying out the Indonesian Fast Train project. One of PT KAI's missions is to become digital-based railway transportation. This mission is a business response to changes moving into the digital era. This research was conducted using quantitative methods. Data collection was carried out by researchers by visiting PT KAI Head Office located on Jl. Perintis Kemerdekaan No.1, Babakan Ciamis, Kec. Sumur Bandung, Bandung City, West Java, and PT KAI Training Center located in two locations, namely Jl. Kacapiring, Batununggal District, Bandung City, West Java, Indonesia, and Jl. Ir. H. Juanda No.215, Dago, Coblong District, Bandung City, West Java, Indonesian. The respondents of this study were active employees of PT KAI totaling 168 respondents. The method of data collection is carried out by du event, namely Quick Count or Pooling Priority, and also through Questionnaires. The data processed then was from 140 respondents. The data reduction was carried out because it was found that there were outliers of 28 respondents or 16.67% obtained through examination with the SPSS


INTRODUCTION
A company that wants to progress and develop will definitely experience many changes both from outside influences, and from within. The change itself can occur either with the use of technology (tools, programs, applications), changes in the way of working, changes in working hours, changes in reporting systems, changes in colleagues, changes in authority, new workloads, new partners, business models, and so on. One of the major changes that has occurred and seen an impact on every line of industry is the presence of the Covid-19 Pandemic. The pandemic has made many things change both systematically and people's habits. The Covid-19 pandemic has changed operational methods, technology, structure, culture, human resource management, and talent management across business lines. This is driven by these new developments to better prepare for the future, digital-related era. From hiring new employees to ending, most human resource management procedures were done online during the pandemic. This encourages the development of the post-pandemic period because the procedures are more effective, fast, accurate, and credible. Therefore, companies need to realize the importance of readiness for change, because change itself is dynamic and can occur either sooner or later. Companies that are aware of resilience to uncertain situations of change, have all the prerequisites to face future possibilities [1]. This situation is known as VUCA (Volatility, Uncertainty, Complexity, and Ambiguity). The investigation found that measures taken by many authorities to contain the spread of the COVID-19 pandemic, including travel restrictions, quarantine measures, and border closures, have resulted in many affected parties [2]. This also has an impact on PT KAI as the only train service operator in Indonesia.
At a time when change is the rule rather than the exception, an organization's ability to be flexible has become paramount. Readiness to change is essential for change to be implemented successfully [3,4]. When readiness exists, organizations are ready to embrace

CONCEPTUAL FRAMEWORK
In accordance with the root cause analysis found by the researcher through the initial interview, the researcher read journals related to each aspect to create a conceptual framework used in this study. The purpose of this framework is to help researchers get an indepth analysis and get the right answers to answer research questions.

HYPOTHESIS
The hypotheses in this study are as follows: 1. H1: Aspects of Culture, Leaders, Digital, Service, and Organizational Capabilities have a simultaneous influence on Talent Readiness. 2. H2: Aspects of Culture, Leaders, Digital, Service, and Organizational Capabilities have a partial influence on Talent Readiness. 3. H3: The aspect that has the most dominant influence is Leaders and the second most dominant is Service, the temporary conclusion in this hypothesis is that Leaders who have the character of serving are aspects that have the most significant influence on Talent Readiness at PT KAI

METHODOLOGY
This study used a quantitative approach. The quantitative approach requires the collection, evaluation, interpretation, and documentation of study data. To identify samples and populations, determine investigation strategies, collect and analyze data, present results, make interpretations, and write research in a manner consistent with surveys or experimental studies, there are specific methods applicable to surveys and experimental research. [25].
To derive hypothesis, researchers asked respondents to rank aspects that affect talent readiness and sort each dimension for each aspect by doing priority pooling or quick count. This is used by researchers to obtain provisional conclusions which will later be confirmed through quantitative analysis. More comprehensive quantitative data were taken through questionnaires. The questionnaire can be accessed by prospective respondents through a barcode that has been provided on the sheet used to collect or rank the influence of each dimension on the variable and each variable on the objective. In the questionnaire, there are 5 aspects according to the conceptual framework, namely culture, leaders, digital, service, and organizational capabilities. Each aspect is formed by several dimensions. Each dimension has 2 questionnaire questions with options 1-6 where 1 strongly disagrees, 2 disagrees, 3 tends to disagree, 4 tends to agree, 5 agrees, and 6 strongly agrees. The purpose of quantitative methods is to test provisional conclusions.

RESULT AND DISCUSSION
From the 212 questionnaires distributed, there were 168 respondents that gave questionnaire responses. From the initial 168 respondents, researchers found an anomaly, where after conducting a Normality Test, it was known that the data was not distributed normally. This result is known by performing the Kolmogorov-Smirnov One-Sample Test where the significance is below 0.05 which means the data is not normally distributed. The data can be sorted from the image below: Data cleansing is needed to increase the validity and reliability of data to obtain good quality information to obtain relevant processed results in making conclusions. In this case, SPSS through the Casewise Diagnostic menu detected 28 respondents out of 168 (16.67%) or one in six respondents filled out an outlier questionnaire, so that the processed and quality data left 140 respondents. Outliers are data that have characteristics that differ greatly from other observations and appear in the form of extreme values for either single variables or combination variables. Below is the data discarded in accordance with the recommendations of the SPSS tool:  After exposing 28 data, 140 of the best and quality data are left, which is expected to provide in-depth analysis. The Figure 4 on the left, shows histogram of 168 data with outliers as it could be seen with a very wide spread of data. And the Figure 4 on the right, shows histogram of 140 respondents with the good spreading of data and become the high-quality data to be analyze. Data in this research was obtained through two data collection methods, namely through quick count or pooling priority and also through questionnaire data processed using SPSS 26 Tools. Data obtained through priority pooling / quick count is used to analyze hypotheses, while data from SPSS quick count is used to test the hypotheses obtained. The ANOVA table with a significance value of F below 0.05 which means five variables (culture, leaders, digital, service, and organizational capabilities), simultaneously affect the output, i.e., talent readiness The results of the Multiple Regression Linear Analysis Method, give different answers. It can be seen that the one with the smallest significance value, or the most significant is the Organizational Capability with a significance value of 0.0000000000000000000011, and the Service is the second most significant with a significance value of 0.00000000000064.
Based on these results, Service still has a significant influence on Talent Readiness, just like the results of Priority Pooling. However, there is a difference where in priority pooling, the Leader becomes one of the most significant while the results of the Analysis using the Multiple Regression Linear method provide the answer that the Organizational Capability becomes a significant one as well.
Through these two results, researchers found that there is a People and Process which is an important thing that affects Talent Readiness at PT KAI. Servant Leader is PT KAI's answer to prepare Talent Readiness to face changes in the future. This result is obtained from the results of priority pooling before the questionnaire is distributed. Leadership style with the concept of servant leadership, is the answer for PT KAI to be ready to face changes in the future.
Servant leadership builds organizational capabilities from all dimensions in this variable. Servant Leaders will be able to innovate to prepare talent readiness. To create fast service and with good customer connectivity, the role of servant leaders is to build a climate that is expected to influence every person at PT KAI to provide the best service to customers in order to establish the best possible relationship and connectivity with customers.
With PT KAI's partnership seen with other countries in the development of Indonesia's railway infrastructure, it is necessary to have leaders who have strategic concepts that are responsive and ready for strategic alliances. Servant leaders will care about the talents in PT KAI and prepare everyone to adapt to changes that occur in the future either with the changes in partnership mentioned above, or due to unknown turbulence.  The predictors in this study were based on two data analysis methods, namely quick calculations based on pooling and processed data using SPSS 26. Predictors using quick counts serve to test and establish the hypothesis of this study. While analysis using the SPSS, method is used to test and validate hypotheses that have been set.
The two most dominant predictors according to Quick Count/Pooling are Leaders with a weight of 0.38 and Service with a weight of 0.21. While the most dominant based on multiple linear regression methods using SPSS tools are Organizational Capability with a weight of 0.515 and Service with a weight of 0.352. Interestingly from these two predictor determinations, the service variable was consistent as the dominant factor. Through these two methods, three predictors with the highest weight were found, namely Organizational Ability, Service, and Leaders, which need to be considered in preparing PT KAI's talents to face the era of change.

A. Organizational Capabilities and Service
The ability of SPSS-based organizations that are processed is the most important variable in preparing PT KAI's talents to face the era of change. In question X5.12 regarding English mastery, there is a low score. PT KAI, which has started a global partnership, needs to create an English-speaking climate in daily work activities, this can be started with a compulsory English day for all PT KAI talents to be able to familiarize themselves and force employees to learn English. English as an international compulsory language needs to be mastered by PT KAI talents to face the Global Partnership. In addition, it is necessary for employees who have High Potential and High-Performance talents in PT KAI, given the opportunity to work abroad in order to have global business insight to face global partnerships carried out by PT KAI, and do not rule out the possibility, PT KAI can do business abroad. This is also an activity to answer the X5.11 statement which speaks of the knowledge of world-class railway companies. b. Responsiveness In the responsiveness dimension in statements X4.5 and X4.6 related to quick responsiveness to serve customers and quick and accurate responses to customer complaints, PT KAI needs to instil a culture of discipline so that employees respond quickly not only to problems at work but to small problems in general. This activity is carried out to avoid silos at PT KAI, so that responsiveness itself is not only applied to customers, but to improve a responsive work climate, increase a high sense of ownership, so that all PT KAI talents have harmony and rhythm together to face the era of change. c. Reliability Statements X4.3 and X4.4, talk about trains in Indonesia are adequate for customers and well maintained, as well as the reliability of PT KAI as the only rail-based transportation service in Indonesia. Here, PT KAI needs to pay attention to all aspects of the railway by carrying out routine maintenance on all Trains, Security and Comfort both on the train, to every station in Indonesia, also pay attention to infrastructure facilities including railway lines (rails, roads and bridges), as well as train signalling for safety. This activity needs to be considered by PT KAI to be ready to face changes with quality infrastructure, international standards. In the signalling section, according to the results of an interview with PT KAI leaders, it was found that PT KAI is currently developing digital signalling, anticipating the LRT and Indonesian Fast Train business. d. Tangibles The tangibles dimension in the service variable with statements X4.1 and X4.2 discusses the Products and Services provided by PT KAI to customers. The focus of activities here is to improve customer experience. For this reason, PT KAI here needs to innovate so that there is an impression that is easy for customers to remember, thus creating a memorable customer experience starting from physical and non-physical access. For example, getting ticket services by visiting the counter where customers can feel comfortable queuing a little, air conditioning, friendly and very helpful waiters, safe and comfortable waiting rooms, and so on. For non-physical customers, customers should find it easy to book tickets, reschedule tickets, cancel tickets, and complain online. PT KAI here must provide a Chatbots which must later be responded directly by PT KAI employees so that customers can reach PT KAI easily, quickly, and easily. Here PT KAI needs to instill a hospitality climate to all its employees. This can be done by PT KAI by instilling the obligation to greet each other between employees when passing by in the office, and the obligation to greet customers at stations and trains, as well as increasing awareness of all talents to be able to see and feel whether there are customers who need help from PT KAI employees. In facing changes in entering global business with the global partnership carried out by PT KAI, talents need to pay attention to changes in customer behavior globally. This can be done by PT KAI by providing special training by providing international customer case studies, conducting international customer research, and benchmarking consumer behavior in international railway companies, to create empathy business sense for every talent at PT KAI. f. Assurance X4.7 and X4.8 in the variable service, assurance dimension discusses customer expectations of PT KAI. The statement in it is here we believe passengers in Indonesia prefer to use train services compared to other public transportation, and we believe PT KAI's operations (time and ease of access) are in line with customer expectations. PT KAI here needs to expand the range of train destinations at prices that must be cheaper than airplanes. With this issue, through interviews conducted by researchers, the Indonesian Fast Train is targeted not only Jakarta-Bandung, but also to Surabaya. It was a testament to the expansion of the range of quality railways and competed with aircraft services. To respond to future changes, PT KAI must guarantee customer needs so that global partners will be more interested, because the large population in Indonesia is a broad market for Global Partner investment. This is where talents need to be ready to face new business and new reach of PT KAI. The speed dimension here discusses the speed of change response with creative thinking in finding solutions. PT KAI here can take advantage of digitalization to improve high-speed business services and activities. PT KAI needs to benchmark reputable international train operators so as not to be left behind and be able to match PT KAI's growth pace to face changes in the future. b. Adaptable to Change In this dimension, the concern is adaptation to the changing environment and work processes as well as awareness of the changes themselves. In this case, PT KAI needs to improve the quality of the organization that quickly adapts to changes, especially those triggered by global partnerships and the desire to become digital based railway transportation. PT KAI needs to emphasize the work climate and culture of AKHLAK (Amanah, Kompeten, Harmonis, Loyal, Adaptif, and Kolaboratif) BUMN. c. Innovation Innovation programs and planning in all process lines are one of the important things in variable organizational capabilities. PT KAI's talents need to be placed also as a group of innovators who work agilely like Start Up. PT KAI here can conduct innovation competitions between PT KAI talents, and it is also closed to open innovation and crowdsourcing by holding competitions also to external parties where anyone can participate, and the results of this can be developed by PT KAI to become a project or new innovation development program at PT KAI. Maximizing the use of artificial intelligence and renewable technology is also inevitable by PT KAI to face changes where PT KAI's talents must be prepared to face it. d. Efficiency In this dimension, discussing efficiency as a business process motto and the efficiency of PT KAI's talents doing their respective jobs. Here, PT KAI must instill breakthroughs that are low-cost high impact, so that the focus of quality and the spirit of efficiency are maintained. PT KAI must continue to innovate both in terms of service, product, and process, through technology as a driver of change. e. Strategic Responsiveness Strategic responsiveness is a driver that is able to create a system to provide strategic responses in the face of turbulence and external disturbances, in order to create policies in the face of change. In this case, PT KAI needs to carry out strategic steps and policies, including strategic corporate actions such as global partnerships that are being carried out and developed by PT KAI. The experience of overseas operators facing turbulence can be used as a lesson for PT KAI. In addition, talent competence must also compete with global railway talent. In this case, PT KAI needs to carry out a talent management process both from recruitment (both internally and externally) by conducting talent identification. Talented people must be collected in a container, namely the talent pool. After being in the talent pool, then this best talent must be developed to prepare these talents to be able to influence their colleagues to be ready to face changes in the future. In addition, they also need to be prepared in the succession plan program in order to become future leaders.

B. Leaders
Leaders are a concern in the discussion in this business solution, because the discovery of leaders to be the most dominant predictor affects obtained by the pooling method. The pooling method is carried out when explaining the conceptual talent readiness framework which is influenced by the 5 variables of this study as previously explained. Through this pooling, respondents fill in which rank has the highest effect on talent readiness. The results of the pooling showed that the highest ranking was influenced by leaders who were 38% (64 people from 168 respondents). This is interesting and needs to be considered because the respondents' conscience shows that leaders have the highest influence compared to culture, digital, service, and organizational capabilities in preparing PT KAI's talents to face change. And this is also in line with the slogan "The Man Behind the Gun" which was also confirmed by senior leaders through interviews conducted by researchers. a. Empowerment Empowerment in this study is where leaders expect talent to provide the best ideas and leadership prioritizes empowering team members in achieving maximum team success. Talent empowerment is one of the important things that PT KAI needs to pay attention to in obtaining success in facing change. When talent feels included, they will give the best performance in their work. Talent needs to be prepared and involved in facing the era of change so that there is no gap in readiness to face changes in the future. b. Inspiring Inspiring in this research discusses leaders who become role models at work and leaders who are able to express positive things to inspire team members. To prepare talents to face the era of change, PT KAI must have leaders and top management who are able to inspire by challenging young people as successors or succession of leadership. Talents will be better prepared to face future challenges when challenged by leaders and involved in risky decision making, to increase insight and critical thinking of talents facing challenges and the era of change in the future. c. Lead Change PT KAI's Senior Leaders and Top Management need to teach sensitivity to every talent in PT KAI regarding changes that affect and give progress to PT KAI. Therefore, every talent needs to be responsive to the challenges and opportunities for the progress of PT KAI. In this case, PT KAI's leaders lead holistic changes from the center to the regions in all lines of the organization that are in rhythm and have harmony.